Kartenstapel

Trait Theory

Leaders are born with traits like confidence, determination, sociability.

• Focus: Personal characteristics

• Mnemonic: T-R-A-I-T-S → Trust, Responsibility, Assertiveness, Intelligence, Tenacity, Sociability

Behavioral Theory

Leadership is learned through actions and behaviors.

• Focus: What leaders do (not who they are)

• Mnemonic: Traits = Born, Behavior = Built

Contingency Theory

There is no single best style—success depends on the situation.

• Leader effectiveness = match between leader style and situation

• Mnemonic: C = Context

Integrative Theory

Combines traits, behaviors, and situations into one flexible approach.

• Focus: Well-rounded leaders adapt based on need

• Mnemonic: I = Inclusive + Interactive

Five Key Elements of Leadership

• Leader–Follower Relationship

• Influence (core)

• Organizational Objectives

• Change

• Trust

• Mnemonic: L-I-O-C-T

Three Leadership Skills

• Technical → Job-specific

• Interpersonal → Communication & empathy

• Decision-making → Problem-solving

• Mnemonic: T-I-D → Tools, Interaction, Direction

Big Five Personality Traits (Lussier)

• Surgency = Extraversion

• Agreeableness = Cooperation

• Adjustment = Emotional stability

• Conscientiousness = Dependability

• Openness = Creativity

• Mnemonic: S-A-A-C-O

McClelland’s Theory of Needs

People are motivated by dominant needs:

• nAch → Achievement

• nAff → Affiliation

• nPow → Power

• Mnemonic: A-A-P → Achieve, Affiliation, Powe

Theory X and Theory Y (McGregor)

• X → People dislike work, need control

• Y → People enjoy work, want responsibility

• Mnemonic: X = eXternal control, Y = You believe in them

Pygmalion Effect

People perform better when leaders expect them to.

• Mnemonic: Expect high → Get high

Self-Concept & Narcissism

• Self-Concept = Positive self-identity → authentic leadership

• Narcissism = Inflated ego, need for praise

Ethical Leadership Views

• Utilitarian → Greatest good for most

• Rights-based → Respect individual freedoms

• Justice-based → Fairness for all

• Mnemonic: U-R-J → Useful, Respectful, Just

Four-Way Test

• Is it the truth?

• Is it fair?

• Will it build goodwill?

• Is it beneficial?

• Mnemonic: T-F-G-B → Truth, Fairness, Goodwill, Benefit

Iowa Study

• Styles: Autocratic, Democratic, Laissez-faire

• Focus: Decision-making style

Michigan Study

• Styles: Job-centered vs. Employee-centered

• Focus: Task vs. People orientation

Ohio State Study

• Dimensions: Initiating Structure & Consideration

• Focus: Behavior dimensions

• Mnemonic for all 3: I-M-O → Iowa, Michigan, Ohio

Blake & Mouton’s Leadership Grid

• (1,1) Impoverished

• (9,1) Authority-Compliance

• (1,9) Country Club

• (5,5) Middle-of-the-Road

• (9,9) Team Leader ✅ Ideal

• Mnemonic: 9/9 = Best balance

Maslow’s Hierarchy of Needs

Motivation grows as needs are met, bottom to top:

1. Physiological

2. Safety

3. Belongingness

4. Esteem

5. Self-Actualization

• Mnemonic: Please Stay By Every Step

Herzberg’s Two-Factor Theory

Motivation comes from two separate factors:

• Hygiene factors → prevent dissatisfaction (e.g. pay, policies, working conditions)

• Motivators → create satisfaction (e.g. achievement, recognition, growth)

• Mnemonic: H = Hold steady, M = Move forward

Equity Theory (Adams)

People compare input-output fairness with others

• Inequity → lower motivation

• Mnemonic: Fairness fuels effort

Expectancy Theory (Vroom)

Motivation is a result of a rational calculation:

Motivation = Expectancy × Instrumentality × Valence

• Expectancy: Effort → Performance?

• Instrumentality: Performance → Reward?

• Valence: Value of reward?

• Mnemonic: E × I × V = M

Goal-Setting Theory (Locke)

People perform better with specific, challenging goals

• Use SMART: Specific, Measurable, Achievable, Relevant, Time-bound

• Mnemonic: Goals drive growth

Reinforcement Theory (Skinner)

• Positive reinforcement → Give reward

• Negative reinforcement → Remove discomfort

• Extinction → Remove reward

• Punishment → Apply negative

• Mnemonic: R = Reward, Avoid, Remove, Penalize

Fiedler’s Contingency Model

• Leadership effectiveness = style + situation match

• LPC score determines style:

  • Low LPC = Task-oriented

  • High LPC = Relationship-oriented

• Mnemonic: F = Fit style to situation

3 Situational Variables (Fiedler)

1. Leader–Member Relations

2. Task Structure

3. Position Power

• Determine situation favorableness

• Mnemonic: L-T-P = Trust, Task, Power